Strama Handout
Strama Handout
Strama Handout
ORGANIZATION
1. STRONG COMMUNICATION
by developing the ability to clearly describe what you want done and relate it to your
team, you will unite everyone's effort. more specifically, your team needs to be aligned
and on-board with your strategic objectives and goals to be successful.
Enthusiasm for your mission or project will get others excited because they can see and
feel your dedication. Commitment is the ability to stay focused on what will make you
successful.
4. POSITIVITY
Positivity can take many forms in the workplace -- from providing snacks in the
communal kitchen to keeping an upbeat line in your internal emails. keep in mind that
some leaders conduct strategy review meetings and only focus on the problems -- i.e
the red and yellow items in their scorecard.
5. INNOVATION
being a strong leader requires practicality and realism, but just as importantly it requires
having an eye for innovation and the vision to execute on it. In other words, don't get
too comfortable. If an idea or process is foreign to you, asses it and look at the benefits
or implementing something new.
6. COLLABORATION
Collaboration leads to trust, and your team will be more likely to support your vision, if
you're not getting buy-in on that strategic plan you've created, it's not going to be
effective. People want to own what they help create.
7. HONESTY
When you're honest and transparent, it's easier to get everyone on the same page and
earn the trust of your employees and community when trying to achieve tour strategic
goals.
8. DIPLOMACY
diplomacy is a learned skill that helps leaders effectively manage conflict using
negotiation and sensitivity. it requires an unbiased, strategic approach to problem
solving. As Henry Kissinger defined it, diplomacy is "the art of restraining power."
9. EMPHATY
try to understand your team's problems by walking in their shoes and seeing things from
their perspective.
10. HUMILITY
Humility is one of the most respected strategic leadership qualities. Humble leaders
admit their mistakes, apologize when necessary, and always share credit. This means
recognizing you don't know everything and some of the best strategy have flaws. By
being open to learning and leaving your ego at the door, you're poised to help your
organization adapt and improve.
TACTICAL DECISION MAKING middle managers are largely responsible for tactical
decision making. Their job is to translate the company's strategic goals into action plans
- for example, by specifying work process, cash levels, price points inventory levels and
manpower requirements. The focus is on using resources and creating performance
standards to achieve the objectives set out in the strategic plan. Examples of
managerial-level decision making at the tactical level include: